Having a mixed culture with a mixed education, Carlos Ghosn was able to lead Nissan to the next success. Traveling from Lebanon to Brazil, then Paris and America curved his methodology and his way of thinking in a way that enables him to turn a losing company to be one of the top winning ones. Learning how to build a new whole plan and make alliance with Renault while maintaining the company’s culture isn’t easy. But what made it possible is that you learn by doing, practicing, and trying.
"Mercifully short on managerial bromides, the compact book offers a trove of practical advice to executives who could find themselves in unfamiliar business cultures with different rules of engagement -- and not much time to sort things out." BloombergBusiness
"The turnaround of Nissan has been described as one of the greatest turnarounds of the twentieth century. In Shift - Inside Nissan's Historic Revival, in an unassuming, matter-of-fact style, Carlos Ghosn, the man credited with reviving the fortunes of the ailing Japanese automaker, describes how he managed to achieve a feat which many people thought was impossible." IBS Center for Management Research
"Shift: Inside Nissan’s Historic Revival, by Carlos Ghosn and French business journalist Philippe Ries, offers a treasure trove of practical guidance to executives who find themselves in challenging business cultures, especially in a global business environment, and are faced with diverse expectations for engagement of employees and managers." TheTalkiveMan.com
"The history of the motor industry is scattered with business leaders who became household names: from Henry Ford, founder of Ford Motor, to Lee Iacocca, the head of Chrysler who became notorious for bashing Japanese imports in the 1980s. But the industry has only one superstar manager today: Carlos Ghosn, president and chief executive of Nissan, the second-largest Japanese carmaker, and chief executive-elect of Renault, its French partner." Financialtimes.com
It wasn’t only being the right person at the right time and place that took Alibaba to a global success. Having millions of other people getting the same opportunity, Jack Ma, the founder of Alibaba seemed on the wrong side of history. Alternately described as elfish and impish by the media,
In this summary, Alfred Sloan, the American business executive in the automotive industry, presents his vision and experience in General Motors, the corporate structure he worked in. Sloan explains the concepts and practices that he mastered throughout his journey. Sloan’s long professional life and informative insights makes this book a business
In the last quarter of the 20th century, startups thought they knew the correct path for the startup journey. They adopted a methodology for product development, launch, and life-cycle management almost identical to the processes taught in business schools for use in large companies. Yet at the end of the day,
The Wal-Mart story is full of simple, but important truths. It's a story that has mystified some, frustrated others, and been admired by many. It's a story about principled, focused leadership that has been able to effectively and consistently balance values and the bottom line in a way that has seldom
Moscow-born Sergey Brin and Midwest-born Larry Page dropped out of graduate school at Stanford University to, in their own words, change the world through a powerful search engine that would organize every bit of information on the Web for free. The Google Story takes you deep inside the company's wild ride from an
This book, loaded with fascinating examples of turnaround successes, is essential for every business owner. From a synopsis of why companies fail, to ways to resolve creditor problems, its strategies should be read by anyone with a faltering business.
The Belgian Surrealist Rene Magritte painted a series of pipes and entitled the series “Ceci n’est pas une pipe (This is not a pipe). The picture of thing is not the thing. In the same way, an organization chart is not a compandy, nor a new strategy an automatic answer to
The study of language is the best way of understanding the connections between peoples and cultures.
"In 1960, when we arrived in Beirut, it was a prosperous, vivacious, sunlit, charming city, beloved by tourists, as well as the financial center of the diaspora and of the other countries in the region. Lebanon was considered "the Switzerland of the Middle East."
"People are surprised at the speed of the progress we’ve made because we didn’t accomplish it with strident pronouncements or grand declarations. In fact, we went about our work very deliberately and very methodically, but without making any compromises."
The CEO is the leader of the company. He must be certain that the vision of the company and of its future is known, understood, and shared by everyone, including the factory worker and the car salesman.
This is a century that's going to be increasingly marked by globalization, like it or not. It's a fact. Barriers are falling and all sorts of exchanges are proliferating—economic, financial, cultural, and human.
"As far as I'm concerned, globalization and respect for national identity must go hand in hand. Your identity includes your country of origin, your culture of origin, its history, and its language."
"In every step we've taken, we've been very careful not to institute changes that haven't been based strictly on the advantages they give us; the progress in company performance that they contribute to."
"Credibility rests on two pillars. First of all, performance; if you don't perform, you're not credible. Second one is transparency. Even when you're not performing well, transparency can help you."
"What's fascinating about the automobile industry is that it doesn't produce an ordinary product. An automobile is the object of both reason and emotion."
"You choose a car according to certain standards—having to do with quality, of course, price, and availability—but also according to the image, the design, and the sensation it produces. You make a purchase that's rational and emotional at the same time."
The head of Michelin, Francois Michelin, didn’t learn to do what he did from management text books; rather, it was: openness to giving young executives great responsibility, Indifference to their origins and the attention he paid to facts more than theories that turned his company from what was basically a domestic firm into a multinational corporation, and a strong tendency to focus on individuals.